Marriott International Reports Third Quarter 2016 Results
HIGHLIGHTS
Marriott International's acquisition of Starwood Hotels & Resorts Worldwide closed onSeptember 23, 2016 . At quarter-end, the company had nearly 1.6 million rooms open or in the development pipeline;
- Third quarter reported diluted EPS totaled
$0.26 , a 67 percent decrease over prior year results. Third quarter adjusted diluted EPS totaled$0.91 , a 17 percent increase over prior year results. Adjusted third quarter results exclude merger-related costs and eight days of Starwood Hotels & Resorts Worldwide's results in the quarter;
- On a pro forma basis reflecting the performance for both companies for the three months ended
September 30, 2016 , North American comparable systemwide constant dollar RevPAR rose 2.6 percent, while worldwide comparable systemwide constant dollar RevPAR rose 2.2 percent;
- During the three months ended
September 30, 2016 , Marriott andStarwood together added more than 17,600 rooms, including approximately 1,600 rooms converted from competitor brands and nearly 8,600 rooms in international markets;
- At the end of the third quarter, Marriott's worldwide development pipeline increased to nearly 420,000 rooms, including more than 46,000 rooms approved, but not yet subject to signed contracts. The development pipeline for Legacy-Starwood brands alone totaled nearly 130,000 rooms, including roughly 12,000 rooms approved, but not yet subject to signed contracts;
- Third quarter reported net income totaled
$70 million , a 67 percent decrease over prior year results. Third quarter adjusted net income totaled$235 million , a 12 percent increase over prior year results;
- Adjusted earnings before interest, taxes, depreciation and amortization (EBITDA) totaled
$474 million in the quarter, a 10 percent increase over third quarter 2015 adjusted EBITDA.
On
"We've already had a big win on the integration front. The day the acquisition closed, we offered status match to our more than 85 million combined loyalty members, along with the ability to transfer and redeem points between
"Looking forward to 2017, we expect systemwide constant dollar RevPAR for the combined portfolio will be flat to up 2 percent in
"The Marriott and
"We remain committed to our asset-light strategy, which should deliver meaningful management and franchise fees in 2017. On a pro forma basis assuming the
Marriott reported net income totaled
Marriott revenues totaled more than
Base management and franchise fees totaled
Third quarter worldwide incentive management fees increased 19 percent to
Owned, leased, and other revenue, net of direct expenses, totaled
Depreciation, amortization, and other expenses totaled
Merger-related costs and charges totaled
General, administrative, and other expenses for the 2016 third quarter totaled
Gains and other income increased to
Interest expense, net totaled
Equity in earnings totaled
Legacy-
The adjusted financial results presented in this section relate only to the results of Marriott excluding the impact of the
Third quarter 2016 adjusted net income totaled
Adjusted revenues totaled nearly
Adjusted base management and franchise fees totaled
Third quarter adjusted worldwide incentive management fees increased 13 percent to
On
Adjusted owned, leased, and other revenue, net of direct expenses, totaled
Adjusted general, administrative, and other expenses for the 2016 third quarter totaled
On
Adjusted gains and other income increased
Adjusted equity in earnings totaled
For the third quarter, adjusted EBITDA totaled
Selected Pro Forma Financial Information
Pro forma information presented in this section reflects the combined company assuming Marriott's acquisition of
On a pro forma basis, the company added 102 new properties (17,627 rooms) to its worldwide lodging portfolio during the three months ended
Legacy-Marriott brands added 82 new properties (12,155 rooms) during the three months ended
Legacy-Starwood brands (
The company's worldwide development pipeline totaled 2,454 properties with nearly 420,000 rooms at quarter-end, including 881 properties with roughly 160,000 rooms under construction and 297 properties with more than 46,000 rooms approved for development, but not yet subject to signed contracts.
Using Marriott pipeline methodology, Legacy-Starwood's worldwide development pipeline totaled 645 properties with nearly 130,000 rooms at quarter-end, including 252 properties with more than 54,000 rooms under construction and 61 properties with roughly 12,000 rooms approved for development, but not yet subject to signed contracts.
For the three months ended
For the three months ended
Using Marriott's methodology for determining comparability, for the three months ended
Additional RevPAR statistics for
Marriott and
Worldwide comparable company-operated house profit margins for
Worldwide comparable company-operated gross operating profit margins for Legacy-Starwood branded properties increased 80 basis points in the third quarter. Gross operating profit margins for Legacy-Starwood branded comparable company-operated properties outside
On
Balance Sheet
At quarter-end, Marriott's total debt was
Weighted average fully diluted shares outstanding used to calculate reported diluted EPS totaled 270.5 million in the 2016 third quarter, compared to 267.3 million in the year-ago quarter. Marriott issued 136.1 million shares upon closing of the
OUTLOOK
Unless otherwise stated, the following outlook for the fourth quarter is for the combined company and does not include merger-related costs.
For the combined company, Marriott anticipates pro forma gross room additions of 6 percent, or 5 percent, net, for full year 2016.
For the 2016 fourth quarter, Marriott expects comparable systemwide RevPAR on a constant dollar basis will be flat to up 1 percent in
The company assumes fourth quarter total fee revenue could total
Marriott expects fourth quarter 2016 owned, leased, and other revenue, net of direct expenses could total
For the 2016 fourth quarter, the company anticipates depreciation, amortization, and other expenses will total
Marriott expects fourth quarter 2016 operating income could total
Fourth Quarter 2016 |
Selected Pro Forma2 Financial Information Fourth Quarter 2015 | |
Total fee revenue |
|
|
Owned, leased and other revenue, net of direct expenses |
|
|
Depreciation, amortization, and other expenses |
|
|
General, administrative, and other expenses |
|
|
Operating income |
|
|
Gains and other income |
Approx. |
|
Net interest expense1 |
Approx. |
|
Equity in earnings (losses) |
Approx. |
|
Earnings per share |
|
|
Tax rate |
32.5 percent |
1Net of interest income |
2Pro forma information reflects the combined company assuming Marriott's acquisition of |
The company expects investment spending in 2016 will total approximately
In the fourth quarter of 2016 and thereafter, the company plans to disclose adjusted results and EBITDA that include
The telephone dial-in number for the conference call is 706-679-3455 and the conference ID is 23011661. A telephone replay of the conference call will be available from
Note on forward-looking statements: This press release and accompanying schedules contain "forward-looking statements" within the meaning of federal securities laws, including RevPAR, profit margin and earnings trends, estimates and assumptions; the number of lodging properties we expect to add to or remove from our system in the future; our expectations about investment spending; and similar statements concerning anticipated future events and expectations that are not historical facts. We caution you that these statements are not guarantees of future performance and are subject to numerous risks and uncertainties, including those we identify below and other risk factors that we identify in our most recent quarterly report on Form 10-Q. Risks that could affect forward-looking statements in this press release include changes in market conditions; the pace of the
economy; supply and demand changes for hotel rooms; competitive conditions in the lodging industry; relationships with clients and property owners; the availability of capital to finance hotel growth and refurbishment; and the extent to which we are able to successfully integrate
IRPR#1
Tables follow
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PRESS RELEASE SCHEDULES | |||||||||||||||
QUARTER 3, 2016 | |||||||||||||||
TABLE OF CONTENTS | |||||||||||||||
Consolidated Statements of Income |
A-1 | ||||||||||||||
Total Lodging Products |
A-3 | ||||||||||||||
Key Lodging Statistics: |
A-6 | ||||||||||||||
Key Lodging Statistics: Legacy-Starwood |
A-10 | ||||||||||||||
Key Lodging Statistics: |
A-14 | ||||||||||||||
Adjusted EBITDA |
A-15 | ||||||||||||||
Marriott and Starwood Total Fees and Owned, Leased, and Other, Net |
A-16 | ||||||||||||||
Non-GAAP Financial and Performance Measures |
A-17 | ||||||||||||||
| ||||||||||||||
CONSOLIDATED STATEMENTS OF INCOME | ||||||||||||||
THIRD QUARTER 2016 AND 2015 | ||||||||||||||
(in millions except per share amounts, unaudited) | ||||||||||||||
Less: |
Less: |
|||||||||||||
As Reported |
Starwood Results |
As Adjusted ** |
As Reported |
Percent |
Percent | |||||||||
Three Months Ended |
Merger-Related |
Eight Days Ended |
Three Months Ended |
Three Months Ended |
Better/(Worse) |
Better/(Worse) | ||||||||
|
Costs 8 |
|
|
|
Reported 2016 vs. 2015 |
Adjusted 2016 vs. 2015 | ||||||||
REVENUES |
||||||||||||||
Base management fees |
$ 180 |
$ - |
$ 8 |
$ 172 |
$ 170 |
6 |
1 | |||||||
Franchise fees |
250 |
- |
8 |
242 |
227 |
10 |
7 | |||||||
Incentive management fees |
81 |
- |
4 |
77 |
68 |
19 |
13 | |||||||
Total Fees |
511 |
- |
20 |
491 |
465 |
10 |
6 | |||||||
Owned, leased, and other revenue 1 |
279 |
- |
30 |
249 |
229 |
22 |
9 | |||||||
Cost reimbursements 2 |
3,152 |
- |
118 |
3,034 |
2,884 |
9 |
5 | |||||||
Total Revenues |
3,942 |
- |
168 |
3,774 |
3,578 |
10 |
5 | |||||||
OPERATING COSTS AND EXPENSES |
||||||||||||||
Owned, leased, and other - direct 3 |
194 |
- |
18 |
176 |
175 |
(11) |
(1) | |||||||
Reimbursed costs |
3,152 |
- |
118 |
3,034 |
2,884 |
(9) |
(5) | |||||||
Depreciation, amortization, and other 4 |
36 |
- |
4 |
32 |
31 |
(16) |
(3) | |||||||
Merger-related costs and charges |
228 |
228 |
- |
- |
- |
* |
- | |||||||
General, administrative, and other 5 |
161 |
- |
7 |
154 |
149 |
(8) |
(3) | |||||||
Total Expenses |
3,771 |
228 |
147 |
3,396 |
3,239 |
(16) |
(5) | |||||||
OPERATING INCOME / (LOSS) |
171 |
(228) |
21 |
378 |
339 |
(50) |
12 | |||||||
Gains (losses) and other income, net 6 |
3 |
- |
(1) |
4 |
- |
* |
* | |||||||
Interest expense |
(55) |
(9) |
(1) |
(45) |
(43) |
(28) |
(5) | |||||||
Interest income |
9 |
- |
- |
9 |
5 |
80 |
80 | |||||||
Equity in earnings 7 |
3 |
- |
1 |
2 |
8 |
(63) |
(75) | |||||||
INCOME / (LOSS) BEFORE INCOME TAXES |
131 |
(237) |
20 |
348 |
309 |
(58) |
13 | |||||||
(Provision) benefit for income taxes |
(61) |
58 |
(6) |
(113) |
(99) |
38 |
(14) | |||||||
NET INCOME / (LOSS) |
$ 70 |
$ (179) |
$ 14 |
$ 235 |
$ 210 |
(67) |
12 | |||||||
EARNINGS PER SHARE |
||||||||||||||
Earnings per share - basic |
$ 0.26 |
$ 0.92 |
$ 0.80 |
(68) |
15 | |||||||||
Earnings per share - diluted |
$ 0.26 |
$ 0.91 |
$ 0.78 |
(67) |
17 | |||||||||
Basic Shares |
266.2 |
254.5 |
262.2 |
|||||||||||
Diluted Shares |
270.5 |
258.7 |
267.3 |
|||||||||||
* Calculated percentage is not meaningful. |
||||||||||||||
** Denotes non-GAAP financial measures. See page A-17 for more information about these non-GAAP measures. |
||||||||||||||
1 Owned, leased, and other revenue includes revenue from the properties we own or lease, termination fees, branding fees, and other revenue. |
||||||||||||||
2 Cost reimbursements include reimbursements from properties for Marriott-funded operating expenses. |
||||||||||||||
3 Owned, leased, and other - direct expenses include operating expenses related to our owned or leased hotels, including lease payments and pre-opening expenses. |
||||||||||||||
4 Depreciation, amortization, and other expenses include depreciation for fixed assets, amortization of capitalized costs incurred to acquire management, franchise, and license agreements, |
||||||||||||||
and any related impairments, accelerations, or write-offs. |
||||||||||||||
5 General, administrative, and other expenses include our corporate and business segments overhead costs and general expenses. |
||||||||||||||
6 Gains and other income, net includes gains and losses on the sale of real estate, the sale or other-than-temporary impairment of joint ventures and investments, and results from cost method investments. |
||||||||||||||
7 Equity in earnings include our equity in earnings or losses of unconsolidated equity method investments. |
||||||||||||||
8The adjusted consolidated statements of income are presented before the impact of merger-related costs and |
||||||||||||||
A-1 |
| ||||||||||||||
CONSOLIDATED STATEMENTS OF INCOME | ||||||||||||||
THIRD QUARTER YEAR-TO-DATE 2016 AND 2015 | ||||||||||||||
(in millions except per share amounts, unaudited) | ||||||||||||||
Less: |
Less: |
|||||||||||||
As Reported |
Starwood Results |
As Adjusted ** |
As Reported |
Percent |
Percent | |||||||||
Nine Months Ended |
Merger-Related |
Eight Days Ended |
Nine Months Ended |
Nine Months Ended |
Better/(Worse) |
Better/(Worse) | ||||||||
|
Costs 8 |
|
|
|
Reported 2016 vs. 2015 |
Adjusted 2016 vs. 2015 | ||||||||
REVENUES |
||||||||||||||
Base management fees |
$ 538 |
$ - |
$ 8 |
$ 530 |
$ 526 |
2 |
1 | |||||||
Franchise fees |
692 |
- |
8 |
684 |
652 |
6 |
5 | |||||||
Incentive management fees |
276 |
- |
4 |
272 |
238 |
16 |
14 | |||||||
Total Fees |
1,506 |
- |
20 |
1,486 |
1,416 |
6 |
5 | |||||||
Owned, leased, and other revenue 1 |
771 |
- |
30 |
741 |
729 |
6 |
2 | |||||||
Cost reimbursements 2 |
9,339 |
- |
118 |
9,221 |
8,635 |
8 |
7 | |||||||
Total Revenues |
11,616 |
- |
168 |
11,448 |
10,780 |
8 |
6 | |||||||
OPERATING COSTS AND EXPENSES |
||||||||||||||
Owned, leased, and other - direct 3 |
533 |
- |
18 |
515 |
552 |
3 |
7 | |||||||
Reimbursed costs |
9,339 |
- |
118 |
9,221 |
8,635 |
(8) |
(7) | |||||||
Depreciation, amortization, and other 4 |
97 |
- |
4 |
93 |
107 |
9 |
13 | |||||||
Merger-related costs and charges |
250 |
250 |
- |
- |
- |
* |
- | |||||||
General, administrative, and other 5 |
470 |
- |
7 |
463 |
446 |
(5) |
(4) | |||||||
Total Expenses |
10,689 |
250 |
147 |
10,292 |
9,740 |
(10) |
(6) | |||||||
OPERATING INCOME / (LOSS) |
927 |
(250) |
21 |
1,156 |
1,040 |
(11) |
11 | |||||||
Gains (losses) and other income, net 6 |
3 |
- |
(1) |
4 |
20 |
(85) |
(80) | |||||||
Interest expense |
(159) |
(22) |
(1) |
(136) |
(121) |
(31) |
(12) | |||||||
Interest income |
22 |
- |
- |
22 |
19 |
16 |
16 | |||||||
Equity in earnings 7 |
8 |
- |
1 |
7 |
13 |
(38) |
(46) | |||||||
INCOME / (LOSS) BEFORE INCOME TAXES |
801 |
(272) |
20 |
1,053 |
971 |
(18) |
8 | |||||||
(Provision) benefit for income taxes |
(265) |
68 |
(6) |
(327) |
(314) |
16 |
(4) | |||||||
NET INCOME / (LOSS) |
$ 536 |
$ (204) |
$ 14 |
$ 726 |
$ 657 |
(18) |
11 | |||||||
EARNINGS PER SHARE |
||||||||||||||
Earnings per share - basic |
$ 2.08 |
$ 2.85 |
$ 2.43 |
(14) |
17 | |||||||||
Earnings per share - diluted |
$ 2.04 |
$ 2.81 |
$ 2.38 |
(14) |
18 | |||||||||
Basic Shares |
258.3 |
254.4 |
270.7 |
|||||||||||
Diluted Shares |
262.7 |
258.7 |
276.1 |
|||||||||||
* Calculated percentage is not meaningful. |
||||||||||||||
** Denotes non-GAAP financial measures. See page A-17 for more information about these non-GAAP measures. |
||||||||||||||
1 Owned, leased, and other revenue includes revenue from the properties we own or lease, termination fees, branding fees, and other revenue. |
||||||||||||||
2 Cost reimbursementsinclude reimbursements from properties for Marriott-funded operating expenses. |
||||||||||||||
3 Owned, leased, and other - direct expenses include operating expenses related to our owned or leased hotels, including lease payments and pre-opening expenses. |
||||||||||||||
4 Depreciation, amortization, and other expenses include depreciation for fixed assets, amortization of capitalized costs incurred to acquire management, franchise, and license agreements, |
||||||||||||||
and any related impairments, accelerations, or write-offs. |
||||||||||||||
5 General, administrative, and other expenses include our corporate and business segments overhead costs and general expenses. |
||||||||||||||
6 Gains and other income, net includes gains and losses on the sale of real estate, the sale or other-than-temporary impairment of joint ventures and investments, and results from cost method investments. |
||||||||||||||
7 Equity in earnings include our equity in earnings or losses of unconsolidated equity method investments. |
||||||||||||||
8 The adjusted consolidated statements of income are presented before the impact of merger-related costs and |
||||||||||||||
A-2 |
| ||||||
Total Lodging Products | ||||||
As of | ||||||
|
|
Total Worldwide | ||||
Units |
Rooms |
Units |
Rooms |
Units |
Rooms | |
Managed |
824 |
248,767 |
968 |
263,140 |
1,792 |
511,907 |
JW Marriott Hotels |
15 |
9,695 |
45 |
17,934 |
60 |
27,629 |
The Ritz-Carlton Hotels |
39 |
11,410 |
50 |
14,135 |
89 |
25,545 |
The |
34 |
4,733 |
8 |
416 |
42 |
5,149 |
|
4 |
579 |
4 |
579 | ||
|
24 |
7,441 |
22 |
5,148 |
46 |
12,589 |
Luxury Collection |
5 |
2,294 |
46 |
7,931 |
51 |
10,225 |
St. Regis |
8 |
1,464 |
26 |
5,964 |
34 |
7,428 |
EDITION Hotels |
2 |
567 |
1 |
173 |
3 |
740 |
EDITION Residences |
1 |
25 |
1 |
25 | ||
Bulgari Hotels & Resorts |
2 |
117 |
2 |
117 | ||
Bulgari Residences |
1 |
5 |
1 |
5 | ||
Marriott Hotels |
130 |
67,427 |
150 |
42,184 |
280 |
109,611 |
Sheraton |
31 |
23,654 |
185 |
62,917 |
216 |
86,571 |
Westin |
48 |
25,129 |
65 |
21,346 |
113 |
46,475 |
Renaissance Hotels |
26 |
11,625 |
50 |
16,207 |
76 |
27,832 |
Le Meridien |
4 |
719 |
74 |
21,045 |
78 |
21,764 |
Autograph Collection Hotels |
3 |
1,065 |
3 |
584 |
6 |
1,649 |
|
25 |
6,764 |
25 |
6,764 | ||
Gaylord Hotels |
5 |
8,098 |
5 |
8,098 | ||
Marriott Executive Apartments |
28 |
4,195 |
28 |
4,195 | ||
Tribute Portfolio |
2 |
372 |
2 |
372 | ||
Courtyard |
256 |
40,821 |
75 |
15,892 |
331 |
56,713 |
Residence Inn |
114 |
17,155 |
5 |
517 |
119 |
17,672 |
Fairfield Inn & Suites |
5 |
1,324 |
7 |
1,070 |
12 |
2,394 |
SpringHill Suites |
31 |
4,973 |
31 |
4,973 | ||
Four Points |
1 |
134 |
60 |
14,650 |
61 |
14,784 |
TownePlace Suites |
15 |
1,740 |
15 |
1,740 | ||
Aloft |
1 |
330 |
22 |
5,478 |
23 |
5,808 |
Protea Hotels |
36 |
4,093 |
36 |
4,093 | ||
Element |
1 |
180 |
1 |
188 |
2 |
368 |
Franchised |
3,523 |
515,300 |
405 |
88,607 |
3,928 |
603,907 |
JW Marriott Hotels |
10 |
4,469 |
6 |
1,473 |
16 |
5,942 |
The Ritz-Carlton Hotels |
1 |
429 |
1 |
429 | ||
The |
1 |
55 |
1 |
55 | ||
Luxury Collection |
10 |
2,009 |
34 |
6,600 |
44 |
8,609 |
Bulgari Hotels & Resorts |
1 |
85 |
1 |
85 | ||
Marriott Hotels |
208 |
64,821 |
43 |
12,582 |
251 |
77,403 |
Sheraton |
161 |
47,693 |
59 |
17,443 |
220 |
65,136 |
Westin |
75 |
24,399 |
24 |
7,478 |
99 |
31,877 |
Renaissance Hotels |
57 |
16,103 |
25 |
6,956 |
82 |
23,059 |
Le Meridien |
16 |
3,753 |
11 |
2,863 |
27 |
6,616 |
Autograph Collection Hotels |
58 |
12,804 |
36 |
9,473 |
94 |
22,277 |
|
12 |
3,020 |
12 |
3,020 | ||
Tribute Portfolio |
7 |
3,423 |
3 |
184 |
10 |
3,607 |
Courtyard |
673 |
89,786 |
54 |
10,411 |
727 |
100,197 |
Residence Inn |
601 |
70,570 |
2 |
200 |
603 |
70,770 |
Fairfield Inn & Suites |
807 |
73,219 |
2 |
386 |
809 |
73,605 |
SpringHill Suites |
322 |
36,992 |
322 |
36,992 | ||
Four Points |
127 |
19,409 |
36 |
5,844 |
163 |
25,253 |
TownePlace Suites |
278 |
27,709 |
278 |
27,709 | ||
Aloft |
79 |
11,637 |
12 |
1,988 |
91 |
13,625 |
Protea Hotels |
51 |
3,548 |
51 |
3,548 | ||
Element |
18 |
2,706 |
2 |
293 |
20 |
2,999 |
Moxy Hotels |
2 |
294 |
4 |
800 |
6 |
1,094 |
A-3 |
| ||||||
Total Lodging Products | ||||||
As of | ||||||
|
|
Total Worldwide | ||||
Units |
Rooms |
Units |
Rooms |
Units |
Rooms | |
Owned/Leased |
34 |
11,065 |
37 |
10,034 |
71 |
21,099 |
JW Marriott Hotels |
1 |
496 |
1 |
496 | ||
The Ritz-Carlton Hotels |
2 |
553 |
2 |
553 | ||
|
1 |
509 |
2 |
665 |
3 |
1,174 |
Luxury Collection |
3 |
467 |
3 |
467 | ||
St. Regis |
2 |
498 |
1 |
160 |
3 |
658 |
Marriott Hotels |
4 |
2,102 |
4 |
1,445 |
8 |
3,547 |
Sheraton |
3 |
2,671 |
6 |
2,868 |
9 |
5,539 |
Westin |
2 |
1,832 |
1 |
246 |
3 |
2,078 |
Renaissance Hotels |
1 |
310 |
3 |
749 |
4 |
1,059 |
Tribute Portfolio |
1 |
135 |
1 |
135 | ||
Courtyard |
19 |
2,816 |
3 |
644 |
22 |
3,460 |
Residence Inn |
1 |
192 |
1 |
140 |
2 |
332 |
Protea Hotels |
10 |
1,601 |
10 |
1,601 | ||
|
9 |
1,518 |
90 |
11,234 |
99 |
12,752 |
Autograph Collection Hotels |
5 |
348 |
5 |
348 | ||
|
9 |
1,518 |
85 |
10,886 |
94 |
12,404 |
Timeshare* |
67 |
17,127 |
17 |
3,575 |
84 |
20,702 |
Marriott Vacations Worldwide |
48 |
10,665 |
14 |
2,355 |
62 |
13,020 |
Vistana |
19 |
6,462 |
3 |
1,220 |
22 |
7,682 |
Grand Total |
4,457 |
793,777 |
1,517 |
376,590 |
5,974 |
1,170,367 |
*Timeshare property and room counts are included on this table in their geographical locations. For external reporting purposes, these counts are captured in the Corporate segment. | ||||||
A-4 |
| ||||||
Total Lodging Products | ||||||
As of | ||||||
|
|
Total Worldwide | ||||
Total Systemwide |
Units |
Rooms |
Units |
Rooms |
Units |
Rooms |
Luxury |
153 |
45,598 |
255 |
62,901 |
408 |
108,499 |
JW Marriott Hotels |
25 |
14,164 |
52 |
19,903 |
77 |
34,067 |
The Ritz-Carlton Hotels |
40 |
11,839 |
52 |
14,688 |
92 |
26,527 |
The |
35 |
4,788 |
8 |
416 |
43 |
5,204 |
|
4 |
579 |
4 |
579 | ||
|
25 |
7,950 |
24 |
5,813 |
49 |
13,763 |
Luxury Collection |
15 |
4,303 |
83 |
14,998 |
98 |
19,301 |
St. Regis |
10 |
1,962 |
27 |
6,124 |
37 |
8,086 |
EDITION Hotels |
2 |
567 |
1 |
173 |
3 |
740 |
EDITION Residences |
1 |
25 |
1 |
25 | ||
Bulgari Hotels & Resorts |
3 |
202 |
3 |
202 | ||
Bulgari Residences |
1 |
5 |
1 |
5 | ||
Full Service |
877 |
327,547 |
777 |
231,485 |
1,654 |
559,032 |
Marriott Hotels |
342 |
134,350 |
197 |
56,211 |
539 |
190,561 |
Sheraton |
195 |
74,018 |
250 |
83,228 |
445 |
157,246 |
Westin |
125 |
51,360 |
90 |
29,070 |
215 |
80,430 |
Renaissance Hotels |
84 |
28,038 |
78 |
23,912 |
162 |
51,950 |
Le Meridien |
20 |
4,472 |
85 |
23,908 |
105 |
28,380 |
Autograph Collection Hotels |
61 |
13,869 |
44 |
10,405 |
105 |
24,274 |
|
37 |
9,784 |
37 |
9,784 | ||
Gaylord Hotels |
5 |
8,098 |
5 |
8,098 | ||
Marriott Executive Apartments |
28 |
4,195 |
28 |
4,195 | ||
Tribute Portfolio |
8 |
3,558 |
5 |
556 |
13 |
4,114 |
Limited Service |
3,360 |
403,505 |
468 |
78,629 |
3,828 |
482,134 |
Courtyard |
948 |
133,423 |
132 |
26,947 |
1,080 |
160,370 |
Residence Inn |
716 |
87,917 |
8 |
857 |
724 |
88,774 |
Fairfield Inn & Suites |
812 |
74,543 |
9 |
1,456 |
821 |
75,999 |
SpringHill Suites |
353 |
41,965 |
353 |
41,965 | ||
Four Points |
128 |
19,543 |
96 |
20,494 |
224 |
40,037 |
TownePlace Suites |
293 |
29,449 |
293 |
29,449 | ||
Aloft |
80 |
11,967 |
34 |
7,466 |
114 |
19,433 |
|
9 |
1,518 |
85 |
10,886 |
94 |
12,404 |
Protea Hotels |
97 |
9,242 |
97 |
9,242 | ||
Element |
19 |
2,886 |
3 |
481 |
22 |
3,367 |
Moxy Hotels |
2 |
294 |
4 |
800 |
6 |
1,094 |
Timeshare* |
67 |
17,127 |
17 |
3,575 |
84 |
20,702 |
Marriott Vacations Worldwide |
48 |
10,665 |
14 |
2,355 |
62 |
13,020 |
Vistana |
19 |
6,462 |
3 |
1,220 |
22 |
7,682 |
Grand Total |
4,457 |
793,777 |
1,517 |
376,590 |
5,974 |
1,170,367 |
*Timeshare property and room counts are included on this table in their geographical locations. For external reporting purposes, these counts are captured in the Corporate segment. | ||||||
A-5 |
| ||||||||||
KEY LODGING STATISTICS: LEGACY-MARRIOTT | ||||||||||
Constant $ | ||||||||||
| ||||||||||
Three Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
10.3% |
70.4% |
2.0% |
pts. |
|
7.2% | |||
|
|
-0.1% |
77.1% |
-1.4% |
pts. |
|
1.7% | |||
|
|
4.8% |
64.5% |
4.6% |
pts. |
|
-2.6% | |||
|
|
5.7% |
76.0% |
4.7% |
pts. |
|
-0.8% | |||
|
|
4.0% |
73.5% |
2.4% |
pts. |
|
0.7% | |||
Worldwide4 |
|
4.0% |
76.1% |
1.6% |
pts. |
|
1.8% | |||
| ||||||||||
Three Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Region |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
2.9% |
68.0% |
0.0% |
pts. |
|
2.8% | |||
|
|
0.7% |
76.4% |
-0.7% |
pts. |
|
1.7% | |||
|
|
4.5% |
63.5% |
3.2% |
pts. |
|
-0.9% | |||
|
|
5.2% |
76.7% |
4.1% |
pts. |
|
-0.5% | |||
|
|
2.9% |
72.9% |
1.5% |
pts. |
|
0.8% | |||
Worldwide5 |
|
2.5% |
76.7% |
0.3% |
pts. |
|
2.1% | |||
1 International includes properties located outside |
||||||||||
|
||||||||||
2 | ||||||||||
Courtyard, |
||||||||||
3 | ||||||||||
Courtyard, |
||||||||||
4 | ||||||||||
|
||||||||||
5 | ||||||||||
|
||||||||||
A-6 |
| ||||||||||
KEY LODGING STATISTICS: LEGACY-MARRIOTT | ||||||||||
Constant $ | ||||||||||
| ||||||||||
Nine Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate | ||||||||
Region |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
4.5% |
72.0% |
0.1% |
pts. |
|
4.4% | |||
|
|
1.7% |
72.7% |
-0.7% |
pts. |
|
2.7% | |||
|
|
-2.2% |
65.1% |
1.1% |
pts. |
|
-3.8% | |||
|
|
5.9% |
73.9% |
4.4% |
pts. |
|
-0.4% | |||
|
|
2.9% |
71.6% |
1.6% |
pts. |
|
0.6% | |||
Worldwide4 |
|
3.4% |
74.7% |
1.3% |
pts. |
|
1.7% | |||
| ||||||||||
Nine Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate | ||||||||
Region |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
2.3% |
68.5% |
0.0% |
pts. |
|
2.3% | |||
|
|
2.4% |
70.6% |
-0.1% |
pts. |
|
2.5% | |||
|
|
-1.4% |
64.1% |
0.6% |
pts. |
|
-2.4% | |||
|
|
6.0% |
74.7% |
3.9% |
pts. |
|
0.4% | |||
|
|
2.9% |
70.3% |
1.2% |
pts. |
|
1.1% | |||
Worldwide5 |
|
2.7% |
74.4% |
0.4% |
pts. |
|
2.1% | |||
1International includes properties located outside |
||||||||||
|
||||||||||
2 | ||||||||||
Courtyard, |
||||||||||
3 | ||||||||||
Courtyard, |
||||||||||
4 | ||||||||||
|
||||||||||
5 | ||||||||||
|
||||||||||
A-7 |
| ||||||||||
KEY LODGING STATISTICS: LEGACY-MARRIOTT | ||||||||||
Constant $ | ||||||||||
| ||||||||||
Three Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate | ||||||||
Brand |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
4.1% |
78.2% |
1.4% |
pts. |
|
2.2% | |||
|
|
6.3% |
77.5% |
2.3% |
pts. |
|
3.2% | |||
The Ritz-Carlton |
|
1.4% |
71.9% |
-1.0% |
pts. |
|
2.8% | |||
Composite North American Full-Service1 |
|
4.4% |
77.2% |
1.5% |
pts. |
|
2.3% | |||
Courtyard |
|
1.8% |
76.0% |
0.1% |
pts. |
|
1.6% | |||
SpringHill Suites |
|
3.6% |
79.7% |
0.6% |
pts. |
|
2.8% | |||
|
|
5.8% |
83.4% |
1.6% |
pts. |
|
3.9% | |||
TownePlace Suites |
|
9.5% |
81.1% |
3.0% |
pts. |
|
5.3% | |||
Composite North American Limited-Service2 |
|
3.2% |
78.3% |
0.6% |
pts. |
|
2.3% | |||
Composite - All3 |
|
3.9% |
77.7% |
1.1% |
pts. |
|
2.4% | |||
| ||||||||||
Three Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate | ||||||||
Brand |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
2.5% |
75.6% |
0.1% |
pts. |
|
2.3% | |||
|
|
5.6% |
77.1% |
1.7% |
pts. |
|
3.3% | |||
|
|
5.1% |
79.6% |
1.9% |
pts. |
|
2.5% | |||
The Ritz-Carlton |
|
1.4% |
71.9% |
-1.0% |
pts. |
|
2.8% | |||
Composite North American Full-Service1 |
|
3.3% |
75.9% |
0.6% |
pts. |
|
2.5% | |||
Courtyard |
|
1.2% |
76.7% |
-0.4% |
pts. |
|
1.7% | |||
|
|
1.2% |
75.6% |
-0.5% |
pts. |
|
1.9% | |||
SpringHill Suites |
|
1.7% |
78.6% |
-0.1% |
pts. |
|
1.8% | |||
|
|
2.6% |
83.6% |
-0.1% |
pts. |
|
2.7% | |||
TownePlace Suites |
|
2.7% |
79.5% |
-0.3% |
pts. |
|
3.1% | |||
Composite North American Limited-Service4 |
|
1.7% |
78.6% |
-0.3% |
pts. |
|
2.1% | |||
Composite - All5 |
|
2.4% |
77.6% |
0.0% |
pts. |
|
2.4% | |||
1 |
||||||||||
2 |
||||||||||
3 |
||||||||||
|
||||||||||
4 |
||||||||||
5 |
||||||||||
|
||||||||||
A-8 |
| ||||||||||
KEY LODGING STATISTICS: LEGACY-MARRIOTT | ||||||||||
Constant $ | ||||||||||
| ||||||||||
Nine Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate | ||||||||
Brand |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
3.6% |
77.2% |
1.2% |
pts. |
|
1.9% | |||
|
|
5.3% |
78.3% |
1.6% |
pts. |
|
3.2% | |||
The Ritz-Carlton |
|
3.1% |
72.9% |
0.6% |
pts. |
|
2.3% | |||
Composite North American Full-Service1 |
|
3.9% |
76.7% |
1.3% |
pts. |
|
2.1% | |||
Courtyard |
|
2.8% |
74.7% |
0.7% |
pts. |
|
1.8% | |||
SpringHill Suites |
|
3.7% |
78.3% |
1.4% |
pts. |
|
1.9% | |||
|
|
4.0% |
80.3% |
0.7% |
pts. |
|
3.1% | |||
TownePlace Suites |
|
5.6% |
76.1% |
1.1% |
pts. |
|
4.1% | |||
Composite North American Limited-Service2 |
|
3.2% |
76.5% |
0.8% |
pts. |
|
2.2% | |||
Composite - All3 |
|
3.7% |
76.6% |
1.1% |
pts. |
|
2.2% | |||
| ||||||||||
Nine Months Ended | ||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||
Brand |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 | ||||
|
|
2.9% |
74.3% |
0.5% |
pts. |
|
2.1% | |||
|
|
4.5% |
76.3% |
1.0% |
pts. |
|
3.1% | |||
|
|
3.4% |
77.4% |
1.3% |
pts. |
|
1.6% | |||
The Ritz-Carlton |
|
3.1% |
72.9% |
0.6% |
pts. |
|
2.3% | |||
Composite North American Full-Service1 |
|
3.3% |
74.7% |
0.7% |
pts. |
|
2.3% | |||
Courtyard |
|
2.3% |
74.6% |
0.1% |
pts. |
|
2.1% | |||
|
|
1.1% |
71.7% |
-0.6% |
pts. |
|
2.0% | |||
SpringHill Suites |
|
2.1% |
76.2% |
0.1% |
pts. |
|
2.0% | |||
|
|
2.5% |
80.5% |
-0.2% |
pts. |
|
2.7% | |||
TownePlace Suites |
|
3.1% |
76.6% |
0.3% |
pts. |
|
2.6% | |||
Composite North American Limited-Service4 |
|
2.2% |
75.8% |
-0.1% |
pts. |
|
2.3% | |||
Composite - All5 |
|
2.7% |
75.4% |
0.2% |
pts. |
|
2.4% | |||
1 |
||||||||||
2 |
||||||||||
3 |
||||||||||
|
||||||||||
4 |
||||||||||
5 |
||||||||||
|
||||||||||
A-9 |
| |||||||||||||||||||
KEY LODGING STATISTICS: LEGACY-STARWOOD | |||||||||||||||||||
Systemwide(1) - Comparable | |||||||||||||||||||
For the Three Months Ended | |||||||||||||||||||
Actual $ | |||||||||||||||||||
Systemwide - Worldwide |
Systemwide - |
Systemwide - International | |||||||||||||||||
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD | |||||||||||
TOTAL HOTELS |
|||||||||||||||||||
REVPAR ($) |
123.23 |
122.29 |
0.8% |
142.92 |
138.73 |
3.0% |
103.55 |
105.87 |
-2.2% | ||||||||||
ADR ($) |
165.89 |
166.97 |
-0.6% |
179.67 |
175.42 |
2.4% |
150.02 |
157.08 |
-4.5% | ||||||||||
Occupancy (%) |
74.3% |
73.2% |
1.1 |
79.5% |
79.1% |
0.4 |
69.0% |
67.4% |
1.6 | ||||||||||
SHERATON |
|||||||||||||||||||
REVPAR ($) |
105.83 |
104.63 |
1.1% |
124.00 |
119.39 |
3.9% |
88.33 |
90.42 |
-2.3% | ||||||||||
ADR ($) |
145.33 |
145.44 |
-0.1% |
159.61 |
155.05 |
2.9% |
129.65 |
134.82 |
-3.8% | ||||||||||
Occupancy (%) |
72.8% |
71.9% |
0.9 |
77.7% |
77.0% |
0.7 |
68.1% |
67.1% |
1.0 | ||||||||||
WESTIN |
|||||||||||||||||||
REVPAR ($) |
147.92 |
144.82 |
2.1% |
160.34 |
155.48 |
3.1% |
127.62 |
127.42 |
0.2% | ||||||||||
ADR ($) |
188.71 |
186.59 |
1.1% |
197.93 |
192.18 |
3.0% |
172.23 |
176.35 |
-2.3% | ||||||||||
Occupancy (%) |
78.4% |
77.6% |
0.8 |
81.0% |
80.9% |
0.1 |
74.1% |
72.3% |
1.8 | ||||||||||
ST. REGIS/LUXURY COLLECTION |
|||||||||||||||||||
REVPAR ($) |
195.79 |
193.81 |
1.0% |
360.10 |
337.34 |
6.7% |
158.60 |
161.39 |
-1.7% | ||||||||||
ADR ($) |
285.89 |
286.93 |
-0.4% |
443.81 |
427.06 |
3.9% |
241.70 |
248.45 |
-2.7% | ||||||||||
Occupancy (%) |
68.5% |
67.5% |
1.0 |
81.1% |
79.0% |
2.1 |
65.6% |
65.0% |
0.6 | ||||||||||
LE MERIDIEN |
|||||||||||||||||||
REVPAR ($) |
120.96 |
123.25 |
-1.9% |
189.53 |
182.56 |
3.8% |
102.38 |
107.23 |
-4.5% | ||||||||||
ADR ($) |
169.78 |
179.04 |
-5.2% |
237.50 |
232.83 |
2.0% |
148.54 |
161.84 |
-8.2% | ||||||||||
Occupancy (%) |
71.2% |
68.8% |
2.4 |
79.8% |
78.4% |
1.4 |
68.9% |
66.3% |
2.6 | ||||||||||
W |
|||||||||||||||||||
REVPAR ($) |
227.82 |
234.19 |
-2.7% |
240.14 |
244.93 |
-2.0% |
211.99 |
220.39 |
-3.8% | ||||||||||
ADR ($) |
287.81 |
299.04 |
-3.8% |
284.62 |
290.17 |
-1.9% |
292.59 |
312.68 |
-6.4% | ||||||||||
Occupancy (%) |
79.2% |
78.3% |
0.9 |
84.4% |
84.4% |
0.0 |
72.5% |
70.5% |
2.0 | ||||||||||
FOUR POINTS |
|||||||||||||||||||
REVPAR ($) |
77.39 |
77.68 |
-0.4% |
95.10 |
93.31 |
1.9% |
57.11 |
59.79 |
-4.5% | ||||||||||
ADR ($) |
104.90 |
108.04 |
-2.9% |
119.89 |
118.64 |
1.1% |
84.71 |
93.18 |
-9.1% | ||||||||||
Occupancy (%) |
73.8% |
71.9% |
1.9 |
79.3% |
78.6% |
0.7 |
67.4% |
64.2% |
3.2 | ||||||||||
ALOFT |
|||||||||||||||||||
REVPAR ($) |
86.26 |
85.92 |
0.4% |
109.92 |
108.02 |
1.8% |
46.92 |
49.25 |
-4.7% | ||||||||||
ADR ($) |
114.33 |
115.28 |
-0.8% |
136.53 |
134.02 |
1.9% |
69.99 |
76.42 |
-8.4% | ||||||||||
Occupancy (%) |
75.5% |
74.5% |
1.0 |
80.5% |
80.6% |
-0.1 |
67.0% |
64.5% |
2.5 | ||||||||||
ELEMENT |
|||||||||||||||||||
REVPAR ($) |
130.95 |
131.67 |
-0.5% |
135.54 |
137.11 |
-1.1% |
68.58 |
57.71 |
18.8% | ||||||||||
ADR ($) |
152.72 |
152.17 |
0.4% |
155.28 |
154.84 |
0.3% |
105.89 |
97.85 |
8.2% | ||||||||||
Occupancy (%) |
85.7% |
86.5% |
-0.8 |
87.3% |
88.6% |
-1.3 |
64.8% |
59.0% |
5.8 | ||||||||||
OTHER |
|||||||||||||||||||
REVPAR ($) |
151.67 |
159.13 |
-4.7% |
151.67 |
159.13 |
-4.7% |
0.00 |
0.00 |
0.0% | ||||||||||
ADR ($) |
175.48 |
173.55 |
1.1% |
175.48 |
173.55 |
1.1% |
0.00 |
0.00 |
0.0% | ||||||||||
Occupancy (%) |
86.4% |
91.7% |
-5.3 |
86.4% |
91.7% |
-5.3 |
0.0% |
0.0% |
0.0 | ||||||||||
(1) |
Includes comparable Owned, managed and franchised hotels |
||||||||||||||||||
A-10 |
| |||||||||||||
KEY LODGING STATISTICS: LEGACY-STARWOOD | |||||||||||||
Systemwide(1) - Comparable | |||||||||||||
For the Three Months Ended | |||||||||||||
Actual $ | |||||||||||||
Systemwide (1) |
Company Operated (2) | ||||||||||||
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD | ||||||||
TOTAL WORLDWIDE |
|||||||||||||
REVPAR ($) |
123.23 |
122.29 |
0.8% |
133.43 |
134.75 |
-1.0% | |||||||
ADR ($) |
165.89 |
166.97 |
-0.6% |
182.11 |
186.64 |
-2.4% | |||||||
Occupancy (%) |
74.3% |
73.2% |
1.1 |
73.3% |
72.2% |
1.1 | |||||||
|
|||||||||||||
REVPAR ($) |
135.95 |
132.30 |
2.8% |
174.46 |
170.70 |
2.2% | |||||||
ADR ($) |
176.08 |
172.30 |
2.2% |
224.89 |
218.77 |
2.8% | |||||||
Occupancy (%) |
77.2% |
76.8% |
0.4 |
77.6% |
78.0% |
-0.4 | |||||||
|
|||||||||||||
REVPAR ($) |
142.92 |
138.73 |
3.0% |
186.74 |
182.57 |
2.3% | |||||||
ADR ($) |
179.67 |
175.42 |
2.4% |
231.38 |
225.13 |
2.8% | |||||||
Occupancy (%) |
79.5% |
79.1% |
0.4 |
80.7% |
81.1% |
-0.4 | |||||||
|
|||||||||||||
REVPAR ($) |
75.22 |
76.40 |
-1.5% |
91.07 |
90.14 |
1.0% | |||||||
ADR ($) |
132.39 |
134.60 |
-1.6% |
161.75 |
157.55 |
2.7% | |||||||
Occupancy (%) |
56.8% |
56.8% |
0.0 |
56.3% |
57.2% |
-0.9 | |||||||
|
|||||||||||||
REVPAR ($) |
93.83 |
95.22 |
-1.5% |
92.83 |
96.28 |
-3.6% | |||||||
ADR ($) |
133.04 |
140.70 |
-5.4% |
130.72 |
141.62 |
-7.7% | |||||||
Occupancy (%) |
70.5% |
67.7% |
2.8 |
71.0% |
68.0% |
3.0 | |||||||
|
|||||||||||||
REVPAR ($) |
80.66 |
86.55 |
-6.8% |
80.50 |
86.41 |
-6.8% | |||||||
ADR ($) |
118.12 |
133.13 |
-11.3% |
116.82 |
132.09 |
-11.6% | |||||||
Occupancy (%) |
68.3% |
65.0% |
3.3 |
68.9% |
65.4% |
3.5 | |||||||
Rest of |
|||||||||||||
REVPAR ($) |
115.45 |
109.43 |
5.5% |
123.44 |
120.75 |
2.2% | |||||||
ADR ($) |
155.59 |
151.88 |
2.4% |
161.92 |
162.40 |
-0.3% | |||||||
Occupancy (%) |
74.2% |
72.0% |
2.2 |
76.2% |
74.4% |
1.8 | |||||||
EAME |
|||||||||||||
REVPAR ($) |
133.18 |
137.68 |
-3.3% |
141.25 |
147.25 |
-4.1% | |||||||
ADR ($) |
188.20 |
194.18 |
-3.1% |
201.44 |
209.66 |
-3.9% | |||||||
Occupancy (%) |
70.8% |
70.9% |
-0.1 |
70.1% |
70.2% |
-0.1 | |||||||
|
|||||||||||||
REVPAR ($) |
158.88 |
163.22 |
-2.7% |
183.39 |
190.42 |
-3.7% | |||||||
ADR ($) |
206.49 |
206.82 |
-0.2% |
234.83 |
235.69 |
-0.4% | |||||||
Occupancy (%) |
76.9% |
78.9% |
-2.0 |
78.1% |
80.8% |
-2.7 | |||||||
|
|||||||||||||
REVPAR ($) |
91.51 |
96.36 |
-5.0% |
91.19 |
96.05 |
-5.1% | |||||||
ADR ($) |
150.63 |
166.33 |
-9.4% |
150.38 |
166.44 |
-9.6% | |||||||
Occupancy (%) |
60.8% |
57.9% |
2.9 |
60.6% |
57.7% |
2.9 | |||||||
(1) |
Includes comparable Owned, managed, and franchised hotels |
||||||||||||
(2) |
Includes comparable Owned and managed hotels |
||||||||||||
A-11 |
| |||||||||||||||||||
KEY LODGING STATISTICS: LEGACY-STARWOOD | |||||||||||||||||||
Systemwide(1) - Comparable | |||||||||||||||||||
For the Nine Months Ended | |||||||||||||||||||
Actual $ | |||||||||||||||||||
Systemwide - Worldwide |
Systemwide - |
Systemwide - International | |||||||||||||||||
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD | |||||||||||
TOTAL HOTELS |
|||||||||||||||||||
REVPAR ($) |
119.58 |
119.59 |
0.0% |
137.19 |
133.82 |
2.5% |
101.99 |
105.40 |
-3.2% | ||||||||||
ADR ($) |
167.17 |
169.81 |
-1.6% |
178.59 |
175.73 |
1.6% |
153.94 |
162.86 |
-5.5% | ||||||||||
Occupancy (%) |
71.5% |
70.4% |
1.1 |
76.8% |
76.1% |
0.7 |
66.3% |
64.7% |
1.6 | ||||||||||
SHERATON |
|||||||||||||||||||
REVPAR ($) |
101.60 |
101.98 |
-0.4% |
118.04 |
114.99 |
2.7% |
85.80 |
89.46 |
-4.1% | ||||||||||
ADR ($) |
145.85 |
147.95 |
-1.4% |
157.35 |
154.46 |
1.9% |
132.99 |
140.62 |
-5.4% | ||||||||||
Occupancy (%) |
69.7% |
68.9% |
0.8 |
75.0% |
74.4% |
0.6 |
64.5% |
63.6% |
0.9 | ||||||||||
WESTIN |
|||||||||||||||||||
REVPAR ($) |
145.54 |
142.70 |
2.0% |
156.15 |
151.61 |
3.0% |
128.20 |
128.14 |
0.0% | ||||||||||
ADR ($) |
190.86 |
190.00 |
0.5% |
198.65 |
194.08 |
2.4% |
177.04 |
182.57 |
-3.0% | ||||||||||
Occupancy (%) |
76.3% |
75.1% |
1.2 |
78.6% |
78.1% |
0.5 |
72.4% |
70.2% |
2.2 | ||||||||||
ST. REGIS/LUXURY COLLECTION |
|||||||||||||||||||
REVPAR ($) |
187.70 |
188.71 |
-0.5% |
333.67 |
312.32 |
6.8% |
154.67 |
160.78 |
-3.8% | ||||||||||
ADR ($) |
284.91 |
289.64 |
-1.6% |
442.15 |
423.21 |
4.5% |
242.77 |
254.40 |
-4.6% | ||||||||||
Occupancy (%) |
65.9% |
65.2% |
0.7 |
75.5% |
73.8% |
1.7 |
63.7% |
63.2% |
0.5 | ||||||||||
LE MERIDIEN |
|||||||||||||||||||
REVPAR ($) |
117.15 |
118.61 |
-1.2% |
185.68 |
177.04 |
4.9% |
98.58 |
102.84 |
-4.1% | ||||||||||
ADR ($) |
170.95 |
178.98 |
-4.5% |
234.49 |
231.99 |
1.1% |
150.18 |
161.80 |
-7.2% | ||||||||||
Occupancy (%) |
68.5% |
66.3% |
2.2 |
79.2% |
76.3% |
2.9 |
65.6% |
63.6% |
2.0 | ||||||||||
W |
|||||||||||||||||||
REVPAR ($) |
225.53 |
233.10 |
-3.2% |
236.61 |
242.43 |
-2.4% |
211.28 |
221.12 |
-4.5% | ||||||||||
ADR ($) |
291.30 |
303.61 |
-4.1% |
287.90 |
295.40 |
-2.5% |
296.35 |
315.98 |
-6.2% | ||||||||||
Occupancy (%) |
77.4% |
76.8% |
0.6 |
82.2% |
82.1% |
0.1 |
71.3% |
70.0% |
1.3 | ||||||||||
FOUR POINTS |
|||||||||||||||||||
REVPAR ($) |
75.09 |
75.99 |
-1.2% |
88.35 |
87.12 |
1.4% |
59.91 |
63.27 |
-5.3% | ||||||||||
ADR ($) |
106.38 |
110.40 |
-3.6% |
117.70 |
117.18 |
0.4% |
91.52 |
101.19 |
-9.6% | ||||||||||
Occupancy (%) |
70.6% |
68.8% |
1.8 |
75.1% |
74.3% |
0.8 |
65.5% |
62.5% |
3.0 | ||||||||||
ALOFT |
|||||||||||||||||||
REVPAR ($) |
84.56 |
83.54 |
1.2% |
106.52 |
104.22 |
2.2% |
48.05 |
49.26 |
-2.5% | ||||||||||
ADR ($) |
115.30 |
117.52 |
-1.9% |
135.77 |
135.08 |
0.5% |
74.11 |
80.72 |
-8.2% | ||||||||||
Occupancy (%) |
73.3% |
71.1% |
2.2 |
78.5% |
77.2% |
1.3 |
64.8% |
61.0% |
3.8 | ||||||||||
ELEMENT |
|||||||||||||||||||
REVPAR ($) |
124.63 |
123.59 |
0.8% |
128.35 |
127.97 |
0.3% |
74.18 |
64.13 |
15.7% | ||||||||||
ADR ($) |
149.06 |
150.09 |
-0.7% |
151.21 |
152.05 |
-0.6% |
111.75 |
111.28 |
0.4% | ||||||||||
Occupancy (%) |
83.6% |
82.3% |
1.3 |
84.9% |
84.2% |
0.7 |
66.4% |
57.6% |
8.8 | ||||||||||
OTHER |
|||||||||||||||||||
REVPAR ($) |
116.24 |
128.73 |
-9.7% |
116.24 |
128.73 |
-9.7% |
0.00 |
0.00 |
0.0% | ||||||||||
ADR ($) |
164.36 |
164.08 |
0.2% |
164.36 |
164.08 |
0.2% |
0.00 |
0.00 |
0.0% | ||||||||||
Occupancy (%) |
70.7% |
78.5% |
-7.8 |
70.7% |
78.5% |
-7.8 |
0.0% |
0.0% |
0.0 | ||||||||||
(1) |
Includes comparable Owned, managed and franchised hotels |
||||||||||||||||||
A-12 |
| |||||||||||||
KEY LODGING STATISTICS: LEGACY-STARWOOD | |||||||||||||
Systemwide(1) - Comparable | |||||||||||||
For the Nine Months Ended | |||||||||||||
Actual $ | |||||||||||||
Systemwide (1) |
Company Operated (2) | ||||||||||||
2016 |
2015 |
Var. USD |
2016 |
2015 |
Var. USD | ||||||||
TOTAL WORLDWIDE |
|||||||||||||
REVPAR ($) |
119.58 |
119.59 |
0.0% |
129.80 |
132.10 |
-1.7% | |||||||
ADR ($) |
167.17 |
169.81 |
-1.6% |
184.34 |
190.36 |
-3.2% | |||||||
Occupancy (%) |
71.5% |
70.4% |
1.1 |
70.4% |
69.4% |
1.0 | |||||||
|
|||||||||||||
REVPAR ($) |
132.03 |
129.35 |
2.1% |
169.71 |
167.72 |
1.2% | |||||||
ADR ($) |
176.02 |
174.00 |
1.2% |
223.19 |
220.08 |
1.4% | |||||||
Occupancy (%) |
75.0% |
74.3% |
0.7 |
76.0% |
76.2% |
-0.2 | |||||||
|
|||||||||||||
REVPAR ($) |
137.19 |
133.82 |
2.5% |
179.51 |
176.66 |
1.6% | |||||||
ADR ($) |
178.59 |
175.73 |
1.6% |
228.17 |
224.49 |
1.6% | |||||||
Occupancy (%) |
76.8% |
76.1% |
0.7 |
78.7% |
78.7% |
0.0 | |||||||
|
|||||||||||||
REVPAR ($) |
87.18 |
90.61 |
-3.8% |
103.19 |
107.04 |
-3.6% | |||||||
ADR ($) |
147.08 |
154.51 |
-4.8% |
177.49 |
180.42 |
-1.6% | |||||||
Occupancy (%) |
59.3% |
58.6% |
0.7 |
58.1% |
59.3% |
-1.2 | |||||||
|
|||||||||||||
REVPAR ($) |
91.71 |
93.88 |
-2.3% |
91.04 |
94.63 |
-3.8% | |||||||
ADR ($) |
136.72 |
146.07 |
-6.4% |
135.76 |
147.80 |
-8.1% | |||||||
Occupancy (%) |
67.1% |
64.3% |
2.8 |
67.1% |
64.0% |
3.1 | |||||||
|
|||||||||||||
REVPAR ($) |
79.88 |
84.48 |
-5.4% |
79.38 |
83.90 |
-5.4% | |||||||
ADR ($) |
124.90 |
139.34 |
-10.4% |
123.55 |
138.06 |
-10.5% | |||||||
Occupancy (%) |
64.0% |
60.6% |
3.4 |
64.2% |
60.8% |
3.4 | |||||||
Rest of |
|||||||||||||
REVPAR ($) |
111.13 |
109.28 |
1.7% |
120.00 |
121.21 |
-1.0% | |||||||
ADR ($) |
153.90 |
155.58 |
-1.1% |
162.08 |
168.18 |
-3.6% | |||||||
Occupancy (%) |
72.2% |
70.2% |
2.0 |
74.0% |
72.1% |
1.9 | |||||||
EAME |
|||||||||||||
REVPAR ($) |
127.55 |
133.31 |
-4.3% |
136.00 |
143.27 |
-5.1% | |||||||
ADR ($) |
189.50 |
196.32 |
-3.5% |
202.64 |
210.65 |
-3.8% | |||||||
Occupancy (%) |
67.3% |
67.9% |
-0.6 |
67.1% |
68.0% |
-0.9 | |||||||
|
|||||||||||||
REVPAR ($) |
138.48 |
141.43 |
-2.1% |
158.11 |
162.68 |
-2.8% | |||||||
ADR ($) |
196.76 |
197.57 |
-0.4% |
221.69 |
221.91 |
-0.1% | |||||||
Occupancy (%) |
70.4% |
71.6% |
-1.2 |
71.3% |
73.3% |
-2.0 | |||||||
|
|||||||||||||
REVPAR ($) |
109.83 |
120.17 |
-8.6% |
109.72 |
120.26 |
-8.8% | |||||||
ADR ($) |
176.22 |
193.99 |
-9.2% |
176.63 |
194.80 |
-9.3% | |||||||
Occupancy (%) |
62.3% |
61.9% |
0.4 |
62.1% |
61.7% |
0.4 | |||||||
(1) |
Includes comparable Owned, managed, and franchised hotels |
||||||||||||
(2) |
Includes comparable Owned and managed hotels |
||||||||||||
A-13 |
| ||||||||||||
KEY LODGING STATISTICS: PRO FORMA COMBINED COMPANY | ||||||||||||
Constant $ | ||||||||||||
|
||||||||||||
Three Months Ended |
||||||||||||
REVPAR |
Occupancy |
Average Daily Rate |
||||||||||
2016 |
vs. 2015 |
2016 |
vs. 2015 |
2016 |
vs. 2015 |
|||||||
|
|
2.6% |
78.1% |
0.1% |
pts. |
|
2.4% |
|||||
|
|
1.1% |
70.8% |
1.6% |
pts. |
|
-1.2% |
|||||
Worldwide3 |
|
2.2% |
75.9% |
0.5% |
pts. |
|
1.4% |
|||||
1 |
||||||||||||
The Ritz-Carlton, |
||||||||||||
|
||||||||||||
|
||||||||||||
and AC by |
||||||||||||
2 International includes properties located outside of | ||||||||||||
The Ritz-Carlton, |
||||||||||||
|
||||||||||||
|
||||||||||||
3 | ||||||||||||
|
||||||||||||
Courtyard, |
||||||||||||
|
||||||||||||
A-14 |
| |||||||||
NON-GAAP FINANCIAL MEASURES | |||||||||
ADJUSTED EBITDA | |||||||||
($ in millions) | |||||||||
Fiscal Year 2016 |
|||||||||
First |
Second |
Third |
Total |
||||||
Net income |
$ 219 |
$ 247 |
$ 70 |
$ 536 |
|||||
Interest expense |
47 |
57 |
55 |
159 |
|||||
Tax provision |
107 |
97 |
61 |
265 |
|||||
Depreciation and amortization |
31 |
30 |
36 |
97 |
|||||
Depreciation classified in Reimbursed costs |
14 |
14 |
15 |
43 |
|||||
Interest expense from unconsolidated joint ventures |
1 |
1 |
1 |
3 |
|||||
Depreciation and amortization from unconsolidated joint ventures |
3 |
3 |
4 |
10 |
|||||
EBITDA ** |
422 |
449 |
242 |
1,113 |
|||||
Merger-related costs |
8 |
14 |
228 |
250 |
|||||
Share-based compensation (including share-based compensation reimbursed by third-party owners) |
28 |
31 |
36 |
95 |
|||||
Starwood results for the 8 days ended |
- |
- |
(32) |
(32) |
|||||
Adjusted EBITDA ** |
$ 458 |
$ 494 |
$ 474 |
$ 1,426 |
|||||
Increase over 2015 Quarterly Adjusted EBITDA ** |
7% |
8% |
10% |
8% |
|||||
Fiscal Year 2015 | |||||||||
First |
Second |
Third |
Fourth |
Total | |||||
Net income |
$ 207 |
$ 240 |
$ 210 |
$ 202 |
$ 859 | ||||
Interest expense |
36 |
42 |
43 |
46 |
167 | ||||
Tax provision |
100 |
115 |
99 |
82 |
396 | ||||
Depreciation and amortization |
32 |
32 |
31 |
32 |
127 | ||||
Depreciation classified in Reimbursed costs |
14 |
14 |
15 |
15 |
58 | ||||
Interest expense from unconsolidated joint ventures |
1 |
- |
1 |
- |
2 | ||||
Depreciation and amortization from unconsolidated joint ventures |
3 |
2 |
3 |
2 |
10 | ||||
EBITDA ** |
393 |
445 |
402 |
379 |
1,619 | ||||
EDITION impairment charge |
12 |
- |
- |
- |
12 | ||||
Loss (gain) disposition of real estate |
- |
22 |
- |
(7) |
15 | ||||
Gain on redemption of preferred equity ownership interest |
- |
(41) |
- |
- |
(41) | ||||
Share-based compensation (including share-based compensation reimbursed by third-party owners) |
24 |
31 |
29 |
29 |
113 | ||||
Adjusted EBITDA ** |
$ 429 |
$ 457 |
$ 431 |
$ 401 |
$ 1,718 | ||||
** Denotes non-GAAP financial measures. Please see page A-17 for information about our reasons for providing these alternative financial measures and the |
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limitations on their use. |
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A-15 |
| |||||||||
PRO FORMA FINANCIAL MEASURES | |||||||||
MARRIOTT AND STARWOOD TOTAL FEES AND OWNED, LEASED, AND OTHER, NET | |||||||||
($ in millions) | |||||||||
Pro Forma Fiscal Year 2016 |
|||||||||
First |
Second |
Third |
Total |
||||||
Base management fees |
$ 257 |
$ 281 |
$ 266 |
$ 804 |
|||||
Franchise fees |
281 |
323 |
330 |
934 |
|||||
Incentive management fees |
150 |
136 |
127 |
413 |
|||||
Marriott and Starwood Pro |
$ 688 |
$ 740 |
$ 723 |
$ 2,151 |
|||||
Increase over 2015 Marriott and Starwood Pro |
4.4% |
4.6% |
5.5% |
||||||
Owned, leased, and other revenue |
503 |
553 |
548 |
1,604 |
|||||
Owned, leased, and other expense |
(365) |
(388) |
(382) |
(1,135) |
|||||
Marriott and Starwood Owned, leased, and other, net |
$ 138 |
$ 165 |
$ 166 |
$ 469 |
|||||
Increase over 2015 Marriott and Starwood Pro Forma Owned, Leased, and Other, net |
9.5% |
3.8% |
21.2% |
||||||
Pro Forma Fiscal Year 2015 | |||||||||
First |
Second |
Third |
Fourth |
Total | |||||
Base management fees |
$ 250 |
$ 284 |
$ 265 |
$ 265 |
$ 1,064 | ||||
Franchise fees |
272 |
296 |
305 |
273 |
1,146 | ||||
Incentive management fees |
137 |
127 |
115 |
150 |
529 | ||||
Marriott and Starwood Pro |
$ 659 |
$ 707 |
$ 685 |
$ 688 |
$ 2,739 | ||||
Owned, leased, and other revenue |
562 |
589 |
535 |
565 |
2,251 | ||||
Owned, leased, and other expense |
(436) |
(430) |
(398) |
(399) |
(1,663) | ||||
Marriott and Starwood Owned, leased, and other, net |
$ 126 |
$ 159 |
$ 137 |
$ 166 |
$ 588 | ||||
The unaudited pro forma combined financial information presented above illustrates the estimated impact of the | |||||||||
A-16 |
NON-GAAP FINANCIAL AND PERFORMANCE MEASURES
In our press release and schedules, and on the related conference call, we report certain financial measures that are not required by, or presented in accordance with,
Adjusted Measures That Exclude Merger-Related Costs, and Eight Days of Starwood Results. Management evaluates certain non-GAAP measures that exclude merger-related costs and charges and
Adjusted Earnings Before Interest Expense, Taxes, Depreciation and Amortization ("Adjusted EBITDA"). EBITDA reflects net income excluding the impact of interest expense, depreciation, amortization, and provision for income taxes. Our non-GAAP measure of Adjusted EBITDA further adjusts EBITDA to exclude the following items: (1) the 2016 pre-tax transaction and transition costs associated with the
We believe that Adjusted EBITDA is a meaningful indicator of our operating performance because it permits period-over-period comparisons of our ongoing core operations before these items and facilitates our comparison of results before these items with results from other lodging companies. We use Adjusted EBITDA to evaluate companies because it excludes certain items that can vary widely across different industries or among companies within the same industry. For example, interest expense can be dependent on a company's capital structure, debt levels, and credit ratings. Accordingly, the impact of interest expense on earnings can vary significantly among companies. The tax positions of companies can also vary because of their differing abilities to take advantage of tax benefits and because of the
tax policies of the jurisdictions in which they operate. As a result, effective tax rates and provisions for income taxes can vary considerably among companies. Our Adjusted EBITDA also excludes depreciation and amortization expense which we report under "Depreciation, amortization, and other" as well as depreciation included under "Reimbursed costs" in our Income Statements, because companies utilize productive assets of different ages and use different methods of both acquiring and depreciating productive assets. These differences can result in considerable variability in the relative costs of productive assets and the depreciation and amortization expense among companies. We also excluded share-based compensation expense in all periods presented in order to address considerable variability among companies in recording compensation expense because companies use share-based payment
awards differently, both in the type and quantity of awards granted.
RevPAR. In addition to the foregoing non-GAAP financial measures, we present Revenue per
A-17
To view the original version on PR Newswire, visit:http://www.prnewswire.com/news-releases/marriott-international-reports-third-quarter-2016-results-300358665.html
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